Steve Jobs and Apple taught us that profit is not the ultimate goal, but rather a consequence of something greater.

Whenever we have thanked these men and women for what they have done for us, without exception they have expressed gratitude for having the chance to help - because they grew as they served.

We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.

Don't worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.

Disruption is, at its core, a really powerful idea, but everyone hijacks the idea to do whatever they want now.

You may hate gravity, but gravity doesn't care.

Most companies think of disruption as a threat. But disruptive innovations have tremendous growth potential. If incumbent companies can learn how to harness the forces of disruption, they too can improve their ability to create new-growth businesses.